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Achieving alignment: system review, change and development

Chapter


Abstract


  • In_ the past, ~anaging employee performance and reward was a relatively uncomplicate~

    affa1r. On the performance management side, it was a matter of requiring

    ~uperv1sors to assess each of their subordinates once a year using a simple rating scale

    mstrument, perhaps with a few management-imposed objectives included for good

    m~asure. On the remuneration side, the focus was on developing and maintaining

    a ~ob-based base pay and benefits structure d1at tempered external competitiveness

    wnh a degree of attention to internal equity. In the more complex traditional pay systems,

    there may also have been an element of individual performance-related reward

    perhaps in the form of assessment-based merit increments or one or other of the tradi:

    tiona! forms of payment by results, possibly co-upled with a modest level of coUective

    short-term incentives in the form of profit-sharing. Underlying all was an accent on

    the maintenance of a traditional top-down management culture, a mechanistic organisational

    structure and a stable relational psychological contract.

Publication Date


  • 2016

Citation


  • Shields, J. & McLean, P. (2016). Achieving alignment: system review, change and development. Managing employee performance and reward: concepts, practices, strategies (pp. 368-391). Port Melbourne, Victoria, Australia: Cambridge Universitiy Press.

Ro Metadata Url


  • http://ro.uow.edu.au/buspapers/888

Book Title


  • Managing employee performance and reward: concepts, practices, strategies

Start Page


  • 368

End Page


  • 391

Place Of Publication


  • Port Melbourne, Victoria, Australia

Abstract


  • In_ the past, ~anaging employee performance and reward was a relatively uncomplicate~

    affa1r. On the performance management side, it was a matter of requiring

    ~uperv1sors to assess each of their subordinates once a year using a simple rating scale

    mstrument, perhaps with a few management-imposed objectives included for good

    m~asure. On the remuneration side, the focus was on developing and maintaining

    a ~ob-based base pay and benefits structure d1at tempered external competitiveness

    wnh a degree of attention to internal equity. In the more complex traditional pay systems,

    there may also have been an element of individual performance-related reward

    perhaps in the form of assessment-based merit increments or one or other of the tradi:

    tiona! forms of payment by results, possibly co-upled with a modest level of coUective

    short-term incentives in the form of profit-sharing. Underlying all was an accent on

    the maintenance of a traditional top-down management culture, a mechanistic organisational

    structure and a stable relational psychological contract.

Publication Date


  • 2016

Citation


  • Shields, J. & McLean, P. (2016). Achieving alignment: system review, change and development. Managing employee performance and reward: concepts, practices, strategies (pp. 368-391). Port Melbourne, Victoria, Australia: Cambridge Universitiy Press.

Ro Metadata Url


  • http://ro.uow.edu.au/buspapers/888

Book Title


  • Managing employee performance and reward: concepts, practices, strategies

Start Page


  • 368

End Page


  • 391

Place Of Publication


  • Port Melbourne, Victoria, Australia